Be a Hero in Boom Times Not Just in Bust Times

Transcription

1 Be a Hero in Boom Times Not Just in Bust Times

2 BE A HERO IN BOOM TIMES NOT JUST IN BUST TIMES Patrick Connaughton Research Director, The Hackett Group The Hackett Group

3 The Evolving Business Environment Agenda How Procurement s Role Changes in Boom Times Versus Bust Where Are We Going Next? The Future of Procurement Is Digital Setting a foundation of analytics-driven insights Building an omnichannel, personalized stakeholder experience Creating a digitally enabled workforce Orchestrating a smart portfolio of digital procurement services Unlocking value through an ecosystem of networked procurement solutions Wrap-up and Q&A 3

4 The Evolving Business Environment

5 The ROI of world-class procurement and Hackett procurement themes through the years World Class Enable Success in Any Economy Excel in a Volatile Recovery Accelerate Global Growth Optimize Global Performance Integrate the Enterprise for Sustainable Success Accelerate Growth from Innovation Creating a World-Class Internal Customer Experience Creating Agility in a Digital Age Digital Excelleration Peer Peer group World class Source: The Hackett Group,

6 The unemployment rate hit a 10-year low of 4.4% in April 6

7 According to the National Association of Realtors, the median price for an existing home was $236, up 4% from the start of the year 7

8 The major market indexes are near all-time highs 8

9 How Procurement s Role Changes in Boom Times Versus Bust

10 In 2017, agility continues to gain momentum; digital transformation is also top of mind % who ranked each item a higher (versus lower or unchanged) priority in 2017 Improve procurement's business agility 53% Support enterprise digital transformation objectives 53% Obtain more value from purchase-to-pay (P2P) 49% Deepen influence on complex indirect spend categories 44% Expand purchasing's scope/influence 41% Source: 2017 Key Issues Study, The Hackett Group 10

11 What is digital transformation? New Ways of Doing Things A Customer- Centric Approach Move beyond just automating existing processes Define completely new ways of doing things Enable with new technologies (e.g., cloud, big data, RPA, social media) Move beyond internally focused transformation Design from the outside in, starting with customer needs Design new ways to engage the customer (internal and external) Velocity of Change Embrace a fail fast philosophy Execute pilots in targeted areas and scale up rapidly Shift focus from discrete projects to continuous transformation 11

12 Digital transformation is poised to fundamentally change procurement but few have the strategy or resources in place to make it work 84% Report that digital transformation will fundamentally change the way procurement services are delivered over the next 3-5 years 89% of respondents say that digital transformation will fundamentally change the talent and leadership needs of our business 32% 25% but only have actually developed a strategy for getting there. but only report having resources and competencies in place today Source: 2017 Key Issues Study, The Hackett Group 12

13 Where Are We Going Next? The Future of Procurement

14 Digital Business Strategy Objectives: A function s digital strategy must align to overall business strategy 1 Customer value maximization Product and service innovation / digitization Business model innovation Cost reduction Digital Business Capabilities: Digital Capability pillars to support the digital strategy Hackett Digital Transformation Framework Detail 2 Digital Customer Engagement Customer 360 Omni-channel integration Personalization Digital Workforce Digital worker enablement Knowledge management Unified knowledge worker collaboration Digital Service Optimization Content and process digitization Smart Automation Service orchestration Digital Ecosystem B2B Network Knowledge network Internet of Things Analytics-Driven Business Insight Market analytics Customer analytics Operational analytics Financial analytics 3 Technology innovation Modern digital architecture Cybersecurity Accelerated service delivery Advanced data and analytics Digital IT Capabilities: Enabled with IT as a Partner with requisite Digital Capabilities 14

15 Let s distill it down and talk about what digital transformation really means to procurement The Digital Business Strategy Four pillars support procurement s digital business strategy 2 Omnichannel, personalized stakeholder experience 3 Digitally enabled procurement workforce 4 Smart orchestration of source-topay services 5 Ecosystem of networked solutions Data and analytics form the foundation 1 Analytics-driven insights 15

16 42% say that collecting new forms of category market intelligence is the top use case for big data in procurement 1. Setting a foundation of analytics-driven insights

17 Defining Big Data Big data is high-volume, high-velocity and/or high-variety information assets that demand costeffective, innovative forms of information processing that enable enhanced insight, decision making, and process automation VOLUME Scale of data VELOCITY Analysis of streaming data Top three Big Data use case that have the greatest potential in procurement: 42% Collect and analyze new forms of category market intelligence VERACITY Uncertainty of data VALUE Patterns, trends, associations VARIETY Different forms of data 39% Conduct spend analysis leveraging unstructured sources (e.g., maverick and tail spend buying) 34% Track real-time supplier risk and performance metrics Source: Big Data Case Studies in Procurement, March 8 th Webcast, The Hackett Group 17

18 There are many sources of market intelligence coming from both internal and external sources Strategic sourcing teams should be creative when finding resources for supply market intelligence as information can come from any public source. Suppliers Company websites Financial statements / reports Request for information Supplier interviews Internal Sources Internal stakeholder interviews Performance reporting Supplier relationship management (SRM) program External Sources News feeds and alerts Price index forecasts Blogs and social media Peer companies Research services Hackett Advisory Program 18

19 By taking advantage of new sources of data, forecasting models will begin to improve 19

20 Only 2% of organizations have an explicit customer management organization, formal service delivery model, and set of engagement processes 2. Building an omnichannel, personalized stakeholder experience

21 Few have an explicit customer management organization, despite the importance of having a structured approach to improving the stakeholder experience How do you get "the voice of the customer" from internal spend owners? Formal customer management roles, processes, and tools to measure customer satisfaction, 18% Ensure alignment through "stakeholder management" processes in the strategic sourcing processes, 56% Explicit customer management organization, formal service delivery model, and set of engagement processes, 2% Do not do it (ad hoc only), 24% Improving the stakeholder experience Identify key stakeholder groups and individuals, their interactions and general attitude Develop measurement approaches tailored to key stakeholder groups Analyze stakeholder feedback, plan for action by leadership to own and deliver Provide feedback to key stakeholder groups on customer satisfaction and action plans to address identified improvement needs Source: 2017 Procurement Value Measurement Study, The Hackett Group,

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23 The travel industry has undergone its own digital transformation. How can we apply these practices to procurement s stakeholder experience? 23

24 31% of organizations consider access to critical talent an area of high risk and they expect that risk to grow 20% in the next year. 3. Creating a digitally enabled workforce

25 Current and projected business risk Cybersecurity risk tops the list overall while competition and talent are forecasting the biggest projected increase Percentage of companies ranking as high risk 2016 (current) (projected increase) Cyber / information security 47% 20% Intensified competition 41% 17% Disruptive innovation 32% 24% Access to critical talent 31% 20% Source: 2017 Key Issues Study, The Hackett Group 25

26 Creating a digitally enabled workforce Data Analysis and Modeling Process data and extract relevant information Knowledge of analytical tools and methodologies Translates analyses into actionable plans Business Acumen Understand key business drivers Knowledge of factors, priorities and business demands Identify problems and prioritize alternatives Strategic Mindset Develop strategic frameworks and visions Anticipates market changes Address challenges and outline future direction Relationship Management Advanced interpersonal skills Positively influence decisions Open and approachable Savings and Financial Analysis Translate savings and value improvements to P&L impact Develop tools to track, measure and forecast savings Analyze supplier financial statements for detailed insights Supply Risk Management Expertise Assess and prioritize business and category-specific risks Measure, prioritize, and address risk Develop risk mitigation plans for high-priority drivers 26

27 New procurement roles: Head of Cognitive Procurement and Digital Sourcing What makes a head of cognitive procurement? 27

28 23% of P2P organizations are piloting or have partially rolled out robotic process automation 4. Orchestrating a smart portfolio of digital services

29 A small percentage of P2P organizations are just getting started with RPA; RPA is ranked one of the top 4 transformational areas in the next decade RPA Adoption in P2P Trends that will have the greatest transformation impact on P2P in the next 10 years 0% 7% Digitalization of B2B connections and transactions 75% 16% Predictive analytics and forecasting tools Process ownership and link to procurement 59% 57% Robotic process automation Cloud computing Mobility 39% 45% 43% 77% Global economy 27% Millennial workforce 23% None Piloting Prompt payment regulation 18% Partially Rolled Out Fully Adopted Enterprise social networking 5% Source: 2016 P2P Key Issues Study Results 29

30 Orchestrating a smart portfolio is not just about automation; service placement is also a key consideration Percentage of company spend managed using each approach Hackett s perspective: Global by design, regional as appropriate, local when required 40% 25% 10% 10% 15% Global category strategy BU / region / large country Local / small country Tactical sourcing Non-procurement managed spend Global category strategy BU / region / large country sourcing strategy Local / country sourcing strategy Tactical sourcing Non-procurement managed spend? Source: Global Category Management Study, The Hackett Group,

31 Thoughts on orchestration and intelligence augmentation Over time I think we will probably see a closer merger of biological intelligence and digital intelligence - Tesla CEO Elon Musk 31

32 32% of organizations plan to consolidate to a single source to pay platform, but only 8% have achieved that goal today 5. Unlocking value through an ecosystem of networked procurement solutions

33 The ecosystem of available solutions are all at different levels of maturity High Automated Spend Analysis E-Invoicing E-Payables E-Procurement Contract Lifecycle Management E-Sourcing Value Supply Chain Financing Software Supplier Portals Services Procurement Procurement Savings Dashboards Robotic Process Automation Supplier Lifecycle Management (Risk and Performance) Supplier Networks Low Piloting Dynamic Discounting Software Adoption Phase Fully Adopted Percentage using Software-as-a-Service Source: 2016 P2P Key Issues Study Results 33

34 Benefits of e-sourcing and contract lifecycle management software 50% of sourcing s time is spent here! Profile Category Develop Sourcing Strategy Go-to-Market Evaluate and Negotiate Award and Transition Top three e-sourcing software benefits Increase the use of standard templates by: 46% Reduce data collection errors by: 35% Reduce total sourcing cycle time by: 30% Top three contract lifecycle management (CLM) software benefits Reduce the amount of time required to find a contract by: 52% Reduce the number of lapsed contracts (via expiration alerts) by: 39% Increase the use of standard T&Cs by: 38% Source: Key Issues Study, The Hackett Group, 2017 (right table); Sourcing Cycle Time and Cost Measurement Study, The Hackett Group, 2017 (left table) 34

35 Closing Thoughts

36 We have highlighted several objectives and actions for becoming a digitally savvy organization but your strategic leadership will facilitate all Stakeholders First Understand your customers strategy and priorities for achieving their overall digital goals. Pilot and Learn Rapidly evaluate activities suitable for pilot to test and learn before deploying for scale demonstrate wins! Strategy and Roadmap Revisit the strategy with a digital eye define overall roadmap of initiatives, digital and native. Education Educate the organization on emerging digital technologies and their potential impact. Continuous Alignment Talk to stakeholders about your plans to ensure alignment and support. Be open, adjust and refine. The Digitally Savvy CPO Know your Talent Assess talent (be honest). Determine the digital talent you need for the new model. 36

37 QUESTIONS?

38 Y O U R F E E D B A C K I S I M P O R T A N T Please take a few minutes to complete this brief survey. Survey link: or Scan the QR code on your smartphone.